5-procurement management...

PROCUREMENT PROCUREMENT MANAGEMENT

Rahmi Yuniarti, ST, MT

Anni Rahimah, SAB, MAB

Fakultas Ilmu Administrasi

Universitas Brawijaya - MALANG

Background

� About 40 – 70% of cost of goods sold are from material costs

� Contributions of supply management are of high importance:� Quality of supplied materials � Quality of supplied materials

� Delivery consistency from supplier

� Supplier willingness to deliver more frequently with smaller delivery quantity

� Supplier involvement in developing new products

� Supplier production and delivery flexibility

Activities Related Procurement Management

1. Design strategic relationships with suppliers

2. Selecting appropriate suppliers

3. Chose and implement appropriate technology to support procurement activitiestechnology to support procurement activities

4. Maintain procurement related data bases

5. Do purchase process

6. Evaluating supplier performance

PURCHASING PROCESS

1.1.1.1. Recognition of needsRecognition of needsRecognition of needsRecognition of needs

Need normally comes from a using department

2.2.2.2. Description of the needDescription of the needDescription of the needDescription of the need

Cooperation is needed to avoid conflict in a later stage

3.3.3.3. Identification and study of available suppliersIdentification and study of available suppliersIdentification and study of available suppliersIdentification and study of available suppliers3.3.3.3. Identification and study of available suppliersIdentification and study of available suppliersIdentification and study of available suppliersIdentification and study of available suppliers

The number should be reduced to a workable group

4.4.4.4. Supplier selectionSupplier selectionSupplier selectionSupplier selection

5.5.5.5. Preparation and issuance of the purchase orderPreparation and issuance of the purchase orderPreparation and issuance of the purchase orderPreparation and issuance of the purchase order

6.6.6.6. Follow up and expeditingFollow up and expeditingFollow up and expeditingFollow up and expediting

7.7.7.7. Receipt, Inspection, Invoice, Order CloseReceipt, Inspection, Invoice, Order CloseReceipt, Inspection, Invoice, Order CloseReceipt, Inspection, Invoice, Order Close

Supplier Bagian pengadaan

Gudang User Keuangan

Kirim konfirmasi bisa tidaknya

Buat PO dan kirim ke supplier. Kirim copy ke gudang, user, dan keuangan.

Buat PR / MR dan kirim ke

bagianpembelian

tidaknya pesanan dipenuhi. Kalau bisa, kirim sesuai persetujuan.

Lakukan monitoring dan expedite pengiriman bila perlu. Terima barang

dan lakukan inspeksi bersama bagian kualitas.

Lakukanpembayaran

User mendefinisi kebutuhan barang / jasa

User mengkomunikasikan kebutuhan tersebut ke bagian pengadaan

Bagian pengadaan dan user menentukan model tender / lelang dan kriteria pemilihan supplier

Undang penawaran / proposal (RFQ / RFP)

Seleksi:Tahap 1: Lakukan seleksi awal berdasarkan

aspek teknisTahap 2: Evaluasi berdasarkan aspek finansial

Putuskan pemenang

Buat kontrak, buat dan kirim PO, monitor pengiriman , dan lakukan pembayaran

SELECTING SUPPLIERS

Kriteria Skor

Kualitas 3.5

Delivery 3.4

Performance history 3.0

Warranties and claim policies 2.8

Price 2.8

Technical capability 2.8

Financial position 2.5

Prosedural compliance 2.5

Communication system 2.5

Reputation and position in industry 2.4

Desire for business 2.4

Criteria in SelectingSuppliers

Desire for business 2.4

Management and organization 2.3

Operating controls 2.2

Repair service 2.2

Attitudes 2.1

Impression 2.1

Packaging ability 2.0

Labor relations records 2.0

Geographical location 1.9

Amount of past business 1.6

Training aids 1.5

Reciprocal arrangements 0.6

Contoh Lain Kriteria Pemilihan Partner(Diterapkan oleh Kodak Corporation)

� Amount of technical supports� Number of innovative ideas

� Supplier’s ability to communicate effectively on important issues

� Flexibility shown by suppliers� Flexibility shown by suppliers� Cycle time, responsiveness, and improvement shown

� Goals commonality with suppliers� Level of trust that exists in dealings with the supplier� Strength of the relationship at each point

A MODEL FOR EVALUATION AND

SELECTION OF SUPPLIERS IN GLOBAL

TEXTILE AND APPAREL SUPPLY CHAINS

International Journal of Physical Distribution & Logistics ManagementVol. 35 No. 7, 2005, pp. 503-523, Emerald Group Publishing Limited

S. Gary Teng and Hector Jaramillo

Model evaluasi supplier yang umumdigunakan

Beberapa penelitian terdahulu yang mendukung

� Simpson et al.,2002

Hampir 50% perusahaan dari industri yang berbeda memiliki prosesevaluasi supplier yang formal

� Weber et al., 1991� Weber et al., 1991

Faktor utama pada metode evaluasi supplier adalah quality, supplier certification, facilities continuous improvement, physical distribution and channel relationship

� Humpreys et all., 1998

Terdapat 4 model evaluasi supplier yang digunakan untuk seleksi suplier, yaitu categorical model, weighted-point model, cost ratio model and dimensional analysis model

Ada 2 metode seleksi supplier yang sering dijadikan literatur :

1. Analytical Hierarchy Process (AHP)

(Saaty,1980;Hill&Nydick,1992;Barbarosoglu&Yazgac,1997)

2. Analytical Network Process (ANP)

Model seleksi supplier untuk textile/apparel SC

(Saaty,1996)

Model dalam penelitian ini diadopsi dari AHP, multiple attribute approach, “what-if” scenarios and sensitivity analy sis .

Model dirancang berdasarkan struktur hirarki dengan beberapa layer :

1. Level 1

� Terdiri atas 5 area (Saaty, 1966, menyebutnya sebagai cluster) yaitudelivery, flexibility, cost, quality dan reliability.

� Setiap cluster memiliki bobot yang diberikan oleh buyers berdasarkankebutuhannya.

2. Level 2

Pengembangan model untuk evaluasi supplier

2. Level 2

� Berisi faktor-faktor yang mempunyai pengaruh signifikan terhadapsetiap cluster.

� Buyers juga harus memberi bobot pada setiap faktor sesuaikebutuhannya.

Index yang menunjukkan performansi supplier adalah :

Total Supplier Score

Total supplier score =

delivery score + flexibility score + quality sc ore

+ reliability score – cost score

Pengembangan model untuk evaluasi supplier

Cluster score juga membutuhkan data berikut :

C = cluster weights

K = factor weights

DV = desired value

V = value that is computed by dividing a buyer score by DV

1. Delivery, terdiri dari 4 faktor :

a. Geographic Location (Kgl)

(4=very close, 3=close, 2=far, 1=very far)

b. Freight Terms (Kft)

(4=excellent, 3=good, 2=fair, 1=poor)

c. Trade Restriction (K )

Cluster untuk menjelaskan performansi supplier

c. Trade Restriction (Ktr)

(4=high, 3= moderate, 2=low, 1=free)

d. Total Order Lead Time (Klt)

(4=15-20 days, 3=21-25 days, 2=26-30 days, 1=more 30 days)

Delivery score = CD [(Kgl*Vgl)+(Kft*Vft)–(Ktr*Vtr)+(Klt*Vlt)]

CD : weight of delivery cluster

Vgl, Vft, Vtr, Vlt : value obtained for each factor dividing DV

2. Flexibility, terdiri dari 5 faktor :

a. Capacity (Kc)

(4=very high, 3=high, 2=acceptable, 1=low)b. Inventory Availability (Kiv)

(4=very high, 3=high, 2=acceptable, 1=low)c. Information Sharing (Kis)

(4=very high, 3=high, 2=acceptable, 1=low)


(4=very high, 3=high, 2=acceptable, 1=low)d. Negotiability (Kn)

(4=very high, 3=high, 2=acceptable, 1=low)e. Customization (Kcu)

(4=very high, 3=high, 2=acceptable, 1=low)

Flexibility score = CF [(Kc*Vc)+(Kiv*Viv)+(Kis*Vis)

+(Kn*Vn)+(Kcu*Vcu)]

CF :weight of flexibility clusterVc, Viv, Vis, Vn, Vcu: value obtained for each factor dividing DV

3. Cost, terdiri dari 3 faktor :

a. Suppliers’ Selling Price (Ksp)

(4=high, 3=acceptable, 2=low, 1=very low)b. Internal Cost (Kic)

(4=high, 3=acceptable, 2=low, 1=very low)c. Ordering and Invoicing (Koi)


c. Ordering and Invoicing (Koi)

(4=excellent, 3= good, 2=fair, 1=poor)

Cost score = CC [(Ksp*Vsp) + (Kic*Vic) - (Koi*Voi)]

CC : weight of cost clusterVsp, Vic, Voi : value obtained for each factor dividing DV

4. Quality, terdiri dari 4 faktor :

a. Continuous Improvement Program (Kip)

(4=high, 3=moderate, 2=acceptable, 1=poor)

b. Customer Service (Kcs)

(4=very high, 3=high, 2=acceptable, 1=poor)


(4=very high, 3=high, 2=acceptable, 1=poor)

c. Certifications (Kct)

(4=excellent, 3= good, 2=fair, 1=poor)

d. % of On-time Shipments (Kot)

(4=very high, 3=high, 2=moderate, 1=low)

Quality score = CQ [(Kip*Vip)+(Kcs*Vcs)+(Kct*Vct)+(Kot*Vot)]

CQ : weight of quality cluster

Vip, Vcs, Vct, Vot : value obtained for each factor dividing DV

5. Reliability, terdiri dari 4 faktor :

a. Feeling of Trust (Kt)

(4=very high, 3=high, 2=moderate, 1=low)

b. Countrys’ Political Situation (Kps)

(4=excellent, 3=good, 2=fair, 1=poor)

c. Currency Exchange Situation (K )


c. Currency Exchange Situation (Kce)

(4=very favorable, 3=favorable, 2=neutral, 1=non favorable)

d. Warranty Policies (Kwp)

(4=very favorable, 3=favorable, 2=neutral, 1=non favorable)

Reliability score = CR [(Kt*Vt)+(Kps*Vps)+(Kce*Vce)+(Kwp*Vwp)]

CR : weight of reliability cluster

Vt, Vps, Vce, Vwp : value obtained for each factor dividing DV

The supplier performance evaluation

matrixSupplier Supplier Supplier

Cluster Weight Factors Weight DV A B C

Delivery CD Geographic location Kgl

Freight terms Kft

Trade restrictions Ktr

Total order lead time Klt

Flexibility CF Capacity Kc

Inventory availability Kiv

Information sharing Kis

Negotiability KnNegotiability Kn

Customization Kcu

Cost CC Supplier’s selling price Ksp

Internal cost Kic

Ordering and invoicing Koi

Quality CQ Continuous improv. programs Kip

Customer service Kcs

Certifications Kct

Percent of on-time shipments Kot

Reliability CR Feeling of trust Kt

Country’s political situation Kps

Currency exchange situation Kce

Warranty policies Kwp

Table I.SCORE Proposed decision matrixNotes: DV = desired value for supplier selection

A case study for supplier evaluation

Three suppliers located in different geographical regions. They are :

� Supplier A (Mexico), � Supplier A (Mexico),

� Supplier B (South America), and

� Supplier C (China).

Supplier A(Mexico)

Cluster Factors Explanation Score

DeliveryGeographic location

Close to USA, possible to have frequent shipments of small quantities

4

Freight terms Exceeds the buyer's expectations regarding possible freight terms

4

Trade restrictions Supplier and buyer belong to NAFTA, so no trade restrictions

1

Total order lead time

Total order lead time is shorter than its competitors

4

Flexibility Capacity It has reached its production limits 3Inventory availability

it's trying to implement JIT 2

Information sharing

Supplier and buyer's communication channel are very good

3

Negotiability Based on buyer's perception, acceptable 2Customization High level of specialization, difficult to

changes1

Supplier’s selling 2The increase of labor cost and a revaluation Cost

Supplier’s selling price

2

Internal cost 2Ordering and invoicing

Its ordering and invoicing processes are within customer's expectations

4

Quality

Continuous improv. programs

3

Customer service 3Certifications 3Percent of on-time shipments

Generally arrive on time 4

Reliability Feeling of trust 3Country’s political situation

4

Currency exchange situation

Mexican currency exchange situation is not favorable to the US buyers

2

Warranty policies 2

The increase of labor cost and a revaluation of Mexican currency

Supplier B(South America)



Relatively close to the USA 3

Freight terms 4Trade restrictions It can ship products into USA duty-free 1Total order lead time

Total lead time has been reduced just slightly above the Mexican supplier

3

FlexibilityCapacity There are expansion projects for the near

future, and it has limited capacity currently2

Inventory availability

Willing to maintain high inventory 4

Information sharing

Obsolete information systems 1

Negotiability Very high negotiability 4Customization 4

CostSupplier’s selling price

Lower than Mexican, but higher than Chinese 2

Internal cost It's reducing their internal cost 2Internal cost It's reducing their internal cost 2Ordering and invoicing

Below buyer's expectation 2

Quality


It only has occasional continuous improvement activities

2

Customer service Buyer's perception recently 3Certifications It doesn't have an ISO 9000 certification 2Percent of on-time shipments

90% on time delivery 3

Reliability Feeling of trust 2Country’s political situation

Political stability 1


Favorable to the buyer 3

Warranty policies It offers to take full responsibility for non-conformities at this time

4

Supplier C(China)



Far from US 1

Freight terms Insufficient control of its shipping process 1Trade restrictions Moderate 2Total order lead time

Less competitive than supplier A and B 2

Flexibility Capacity 3Inventory availability

Willing to maintain buyer desired inventory levels

4

Information sharing

Deficient use of EDI 2

Negotiability 4Customization Has capacity above buyer’s expectations

and flexibility to manufacture products with special characteristics

4

CostSupplier’s selling price

Cheap, exceeds buyer's expectation 1

Internal cost Very low 1Internal cost Very low 1Ordering and invoicing

Fair, but is expected to improve after China's access to the WTO

3

Quality


Continuous improvement has been enhanced by large investment in machinery and information systems

4

Customer service Still low 2Certifications It's not ISO 9000 certified, but has

certification from a US retail chain2

Percent of on-time shipments

Below expectations 2

ReliabilityFeeling of trust It often had in-transit delays in shipping

process that represents its reliability2

Country’s political situation

It's backed by a well established government 4


Very favorable to the buyer 4

Warranty policies 2

The buyer’s needs

� The buyer located in USA.

� It’s looking for a supplier that can assume the entire manufacturing processes and provide competitive prices.

� It wants to reduce its current inventory level, so it prefers suppliers that can provide frequent small quantity shipments or vendor managed inventory service. inventory service.

� It wants to make sure that the selected supplier has safety stocks at the levels that can guarantee products’ availability whenever the company needs them.

� It emphasizes the importance of fast and reliable deliveries that can serve its just-in-time system.

� It’s also looking for suppliers that can obtain a long-term and stable partnership with effective communication channels. So the suppliers must have a good EDI system.

The evaluation and analysis of results

Supplier Supplier SupplierCluster Weight Factors Weight DV A Score B Score C Score

Delivery 0.22 Geographic location 0.3 3 4 1.333 3 1.000 1 0.333Freight terms 0.15 3 4 1.333 4 1.333 1 0.333Trade restrictions 0.2 2 1 0.500 1 0.500 2 1.000Total order lead time 0.35 4 3 0.750 3 0.750 2 0.500

0.168 0.146 0.028

Flexibility 0.17 Capacity 0.2 2 3 1.500 2 1.000 3 1.500Flexibility 0.17 Capacity 0.2 2 3 1.500 2 1.000 3 1.500Inventory availability 0.25 4 2 0.500 4 1.000 4 1.000Information sharing 0.25 3 3 1.000 1 0.333 2 0.667Negotiability 0.18 3 1 0.333 4 1.333 4 1.333Customization 0.12 2 1 0.500 4 2.000 4 2.000

0.135 0.172 0.203

Cost 0.25Supplier’s selling price 0.4 2 4 2.000 2 1.000 1 0.500

Internal cost 0.4 2 3 1.500 2 1.000 1 0.500Ordering and invoicing 0.2 4 4 1.000 2 0.500 3 0.750

0.300 0.175 0.063

Supplier A / DV= 4/2 = 2

Cluster’s Weight * [∑ (Factors’ Weight * Score)]

Supplier Supplier SupplierCluster Weight Factors Weight DV A Score B Score C Score

(0.300) (0.175) (0.063)

Quality 0.22Continuous improv. programs

0.1 3 3 1.000 2 0.667 4 1.333

Customer service 0.25 3 3 1.000 3 1.000 2 0.667Certifications 0.3 3 3 1.000 2 0.667 2 0.667Percent of on-time shipments

0.35 4 4 1.000 3 0.750 2 0.500

0.220 0.171 0.149

Reliability 0.14 Feeling of trust 0.3 3 3 1.000 2 0.667 2 0.667Country’s political situation

0.25 3 4 1.333 1 0.333 4 1.333


0.3 4 2 0.500 3 0.750 4 1.000

Warranty policies 0.15 3 2 0.667 4 1.333 2 0.6670.124 0.099 0.131

0.347 0.414 0.448

So, choose supplier C

Tinggi

Tingkat kesulitan

Bottleneck suppliers

Sulit mencari substitusi

Pasar monopoli

Supplier baru sulit

masuk

Critical strategic

suppliers�Penting / strategis

�Substitusi sulit

Non-critical Leverage suppliers

Classifying Items for Relationship Design

Tingkat kepentingan Tinggi Rendah

Rendah

kesulitan Non-critical

suppliersKetersediaan cukup

Item-item cukup standar

Substitusi dimungkinkan

Nilainya relatif rendah

Leverage suppliers�Ketersediaan cukup

�Substitusi

dimungkinkan

�Spesifikasi standar

�Nilainya relatif tinggi

Tinggi

Tingkat kesuitan

Bottleneck suppliers

Penyederhanaan /

standarisasi item

Critical strategic

suppliers

�Strategic

partnership, focus ke

keunggulan strategis

Non-critical suppliers Leverage suppliers

Supplier Relationship Portfolio

Tingkat kepentingan Tinggi Rendah

Rendah

kesuitan Non-critical suppliers

Rendah

Simplifikasi proses,

focus ke harga per

unit

Leverage suppliers

�Pelihara bargaining

power terhadap

supplier

E-PROCUREMENT

E-Procurement

� Allow you to select a supplier in an open environment or an exclusive supplier in a closed environment.

� Allow you to make a sole purchase of your required products/materials, or make a joint-purchase with other buyer members.

� Allow you to set up a reorder point in relation with a level of inventory. The system can then automatically issue a purchase order for you.

� Allow you to purchase a product or material by way of bargaining, biding or fixed-pricing.

Examples

The Volkswagen Group developed a website in 2000 in which includes applications on:1. Online enquiries2. Online negotiation3. Online catalogue4. Capacity management

The group manages almost all of their annual spendi ng, which is more than 50 billion Euros, via the Intern et.

Garuda Indonesiahttp://www.garuda-indonesia.com/eauction/index.php

Thai Government Purchasinghttp://www.gprocurement.go.th/

EEEE----PROCUREMENT CASE 1PROCUREMENT CASE 1PROCUREMENT CASE 1PROCUREMENT CASE 1

AIRLINE EXAMPLEAIRLINE EXAMPLEAIRLINE EXAMPLEAIRLINE EXAMPLE

� Number of supplier: 9

� Number of bids:46

� Materials Sourced: Mixed Materials Sourced: Mixed consumables

� Negotiation format: Reverse Auction

� Duration:30 minutes with two 5-minute extensions

Tidak ada rahasia kesuksesan. Sukses adalah

hasil dari persiapan, kerja keras, dan belajar hasil dari persiapan, kerja keras, dan belajar

dari kegagalan.

There are no secrets to success. Success is the

result of preparation, hard work, learning

from failure.

Colin Powell

5-procurement management...

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